Walking in narrow shoes, when Agile doesn't fit

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Slides of my experience story for the Software Quality Conference held in Utrecht on 23 April 2015. Description: Implementing agile seems a lot like learning to drive. At First, all effort goes into controlling the car. But soon you discover that anticipating the traffic is the real game. During the agile implementations that I did last year, I had a similar insight. It is not so hard to teach the team to follow the agile processes; the true challenge is dealing with the organisation around the team. In this presentation I will share our insights and learning points on how culture, the project and organisational structures can threaten the success of your agile implementation. We learned that if you neglect those and focus on the agile process only, doing agile is much like walking in narrow shoes. Each step hurts. We will share some real cases from our experience in various organisations. I will hold them against the agile theory, show where it does not fit. I will explain how we dealt with these issues.

Logiciels

@DerkJandeGrood
Walking in Narrow Shoes-
When Agile doesn’t fit
Derk-Jan de Grood –
Software Quality Conference - 2015
1

@DerkJandeGrood
Why we like Agile
2[By Simon Sinek]

@DerkJandeGrood
Does it feel like walking?
4

@DerkJandeGrood 6
SCRUM Guide: 19 pages
12 principles
Manifesto: 4 lines
Team: only 3 roles
How hard can it be?

@DerkJandeGrood
Impact of Agile On Testing and BA

@DerkJandeGrood
You work..
8
In teams
In motion
In the organisation

@DerkJandeGrood
Agile doesn’t fit when…
 Team members have operational tasks
 The organization culture is task oriented
 Hierarchical structure with side effects
 The Scrum master of Product owner acts like a
manager
 Management wants control rather than quality
 Management keeps chaining the team and its settings
 Business lacks overview on project portfolio
 A blame culture makes people afraid to share problems
 Communication style makes it impossible to retrospect
 The project does not match the agile criteria
9

@DerkJandeGrood 23
The Role of
the BA?
23

@DerkJandeGrood
The BA challenge
The stereo type BA prefers:
Theoretical embedding over Empirical experience
Analysing over Just Starting

@DerkJandeGrood
Fear !!!
27ISBN-13: 9789012582599

@DerkJandeGrood
New E-Book
28
Download for free at:
http://blog.valori.nl/ebook-de-klant-centraal

@DerkJandeGrood 32
Wrap-up
@DerkJandeGrood
SCRUM
7
What makes it
succesfull?
Recognisewhen
it won’t fly

@DerkJandeGrood
Topics
 Team members have operational tasks
 The organization culture is task oriented
 Hierarchical structure with side effects
 The Scrum master of Product owner acts like a manager
 Management wants control rather than quality
 Management keeps chaining the team and its settings
 Business lacks overview on project portfolio
 A blame culture makes people afraid to share problems
 Communication style makes it impossible to retrospect
 The project does not match the agile criteria
 Communication style makes it impossible to retrospect
33

@DerkJandeGrood
Valori
Coltbaan 4a
3439 NG NIEUWEGEIN
The Netherlands
M: derkjandegrood@valori.nl
P: +31(0)651807878
B: djdegrood.wordpress.com
W: www.valori.nl
Enjoy the hike!

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Slides of my September SIGIST Keynote. Description: With the fast adoption of agile the definition of testing and our test approach changes. When deploying daily, there is no room for manual testing and a test report. It’s time to get back to our fundamentals. Why do we work the way we do, and what needs do organisations have? In this Keynote, Derk-Jan de Grood will explore the fundamental assets of the test profession, so we can reshape or test approach and make it work in an Agile context. Although the daily focus shifts from working in silo’s to collaboration, from execution to coaching, from preparing to doing, the test fundamentals remain in place. In our search we will distinguish unchanged artefacts that we’ll create for a different reason and goals that remain unchanged but will only be achieved if we take a different route. But bear in mind, not every project is done by using agile methods. Therefore we’ll also explore what concepts of agile testing can we use to improve our traditional projects. By understanding what is changed and what not we can adopt our approach, guide our stakeholders and colleagues in order to align testing with the company goals. Three key points:  Both agile and traditional projects are changing – testing needs to align  We still need some of the same test fundamentals – but perhaps for a different reason  We still have some of the same test goals – but we’ need to achieve them in different ways.

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he T-shaped tester (Rob Lambert, Lisa Crispin and Janet Gregory) combines need for general knowledge with advanced test skills to be successful. But testing is a versatile profession and demands are growing. Time to go beyond the T-shape and introduce the π-shaped tester. Extend your global knowledge (development, project management, agile etc) and test skills with yet another specialism to stay in demand, e.g. security, test automation, requirements. In this webinar, Derk-Jan and Jan Jaap report the results of their search for future needs. They explain how we can survive as a tester and what skills and knowledge we need to develop. In their story they include the responses they got from the 100 participants that joined the workshops they gave on this topic. Key Takeaways: Become aware of the need to continuously develop yourself What specialism’s should I adapt to become a better tester Insights in how to brand your knowledge and let the world know about your specialism Derk Jan de Grood WebinarDerk-Jan de Grood works for Valori as senior test manager and Agile Transition Coach. His drive is to improve the visibility of testing in both agile and traditional organizations, by sharing his knowledge and experience by means of training, presentations, workshops and publications. He is a regular speaker at conferences like EuroSTAR, wrote several successful books on software testing and publishes articles for the major testing magazines. In 2014 he won the EuroSTAR Testing Excellence Award. Jan Jaap Cannegieter webinarJan Jaap Cannegieter is a well-known consultant, author, (keynote) speaker and requirements and test specialist form the Netherlands. He has 20 years of experience in ICT and did assignment s in testing, quality assurance, TMMi, CMMI, SPI, Agile and requirements. In testing he was a tester, test manager, test consultant and workshop leader. At this moment Jan Jaap is test/QA-manager and delivery manager at DinamiQs and vice president of SYSQA B.V., a company of 180 employees specialized in requirements, software testing, quality assurance and IT-governance. Within SYSQA Jan Jaap coaches other testers and test managers, is the thought leader and responsible for product development. He is the driving force behind Situational Testing and he wrote several articles and books in the Netherlands.

Survival techniques for Testers-BEYOND THE T-SHAPED TESTER

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On 25 May the Software-Centric Systems Conference [SC]2 conference was held on the High-tech campus in Eindhoven. During this event I hosted an interactive session where we investigated the relationship between the lever of integration and the time to market. Most organizations aim for Continues Integration and deployment, since they want to deliver their products fast. It takes a lot from organizations to get there (slide 4). To give an example, CI/CD assumes that you integrate frequently. But at what level do organizations integrate, and how do they test it. The graph on slide 9 shows that increasing the system (e.g. from Units tot Systems) results in less frequent integration, because it becomes harder to test the integration. Making this clear to management enables to manage expectations or helps to target your next improvements.

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Walking in narrow shoes, when Agile doesn't fit

1. @DerkJandeGrood Walking in Narrow Shoes- When Agile doesn’t fit Derk-Jan de Grood – Software Quality Conference - 2015 1

2. @DerkJandeGrood Why we like Agile 2[By Simon Sinek]

3. @DerkJandeGrood 3

4. @DerkJandeGrood Does it feel like walking? 4

5. @DerkJandeGrood SCRUM 5

6. @DerkJandeGrood 6 SCRUM Guide: 19 pages 12 principles Manifesto: 4 lines Team: only 3 roles How hard can it be?

7. @DerkJandeGrood Impact of Agile On Testing and BA

8. @DerkJandeGrood You work.. 8 In teams In motion In the organisation

9. @DerkJandeGrood Agile doesn’t fit when…  Team members have operational tasks  The organization culture is task oriented  Hierarchical structure with side effects  The Scrum master of Product owner acts like a manager  Management wants control rather than quality  Management keeps chaining the team and its settings  Business lacks overview on project portfolio  A blame culture makes people afraid to share problems  Communication style makes it impossible to retrospect  The project does not match the agile criteria 9

10. @DerkJandeGrood Operational tasks 10

11. @DerkJandeGrood 11

12. @DerkJandeGrood Emergency list 12

13. @DerkJandeGrood 13 Task driven culture

14. @DerkJandeGrood 14

15. @DerkJandeGrood 15

16. @DerkJandeGrood 16

17. @DerkJandeGrood 17

18. @DerkJandeGrood Are you?

19. @DerkJandeGrood 19

20. @DerkJandeGrood Portfolio mangement 20

21. @DerkJandeGrood 21 ?

22. @DerkJandeGrood 22

23. @DerkJandeGrood 23 The Role of the BA? 23

24. @DerkJandeGrood The BA challenge The stereo type BA prefers: Theoretical embedding over Empirical experience Analysing over Just Starting

25. @DerkJandeGrood 25

26. @DerkJandeGrood 26

27. @DerkJandeGrood Fear !!! 27ISBN-13: 9789012582599

28. @DerkJandeGrood New E-Book 28 Download for free at: http://blog.valori.nl/ebook-de-klant-centraal

29. @DerkJandeGrood Euphoria curve 29

30. @DerkJandeGrood 30

31. @DerkJandeGrood 31 Wrap-up

32. @DerkJandeGrood 32 Wrap-up @DerkJandeGrood SCRUM 7 What makes it succesfull? Recognisewhen it won’t fly

33. @DerkJandeGrood Topics  Team members have operational tasks  The organization culture is task oriented  Hierarchical structure with side effects  The Scrum master of Product owner acts like a manager  Management wants control rather than quality  Management keeps chaining the team and its settings  Business lacks overview on project portfolio  A blame culture makes people afraid to share problems  Communication style makes it impossible to retrospect  The project does not match the agile criteria  Communication style makes it impossible to retrospect 33

34. @DerkJandeGrood Valori Coltbaan 4a 3439 NG NIEUWEGEIN The Netherlands M: derkjandegrood@valori.nl P: +31(0)651807878 B: djdegrood.wordpress.com W: www.valori.nl Enjoy the hike!

Notes de l'éditeur

Management wants control rather than quality Agile is not a pulg in Manager that want grip and promise the customer a feature, without consulting the team It does not matter how the team does is, traditional, agile , its their thing, als long as it is delivered on time. Management wants control rather than quality Als je decultuur hebt …werk het niet Ik wil alles wat ik gevraagd heben ik ben alwetend (ik weet wat ik wil, en overize het project Link met Taco; asl ik ben Encoce en agile is een plugin..
Management keeps chaining the team and its settings 2de project – team ontbinden Vraag tijdens PSM training – lean machine of tijdelijke structuur Benoem waste, want SCRUM is framwork dus tunen naar eigen situatie niet out-of-the box, of copieren leercurve is waste…
' Type a list of Flows, like this: ' SOURCE [AMOUNT] TARGET ' Examples: Project A [40] Velocity Project B [30] Velocity Bug fixes [30] Velocity Velocity [10] Items Project A Velocity [70] Items Project B Velocity [10] Bug Fixes Velocity [10] Spikes http://sankeymatic.com/build/ ' After all your Flows are entered, use ' the controls below to customize the ' diagram's appearance. ' For even finer control over presentation, ' see the Manual.
Business lacks overview on project portfolio
A blame culture makes people afraid to share problems
The project does not match the agile criteria

Walking in narrow shoes, when Agile doesn't fit

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